Experience

Super Group

• South Africa
• Transportation, Logistics, Supply Chain and Storage
• 700 & Above Employee

• Manager of Human Resources

  • Apr 2018 - Present



NHS

• Hospitals and Health Care
• 700 & Above Employee

• Business Support

  • Jan 2022 - Present

• Service Improvement Manager

  • Jul 2020 - Present

• Chief of Staff Manager

  • Jun 2021 - Nov 2022

• Systems Trainer

  • Mar 2020 - Jul 2020

• Project Assistant

  • Feb 2020 - Jul 2020



Transport for Wales

• United Kingdom
• Ground Passenger Transportation
• 700 & Above Employee

• Customer Services

  • Jan 2020 - Feb 2020



First Leap China

• China
• Education Administration Programs
• 100 - 200 Employee

• HR SPECIALIST

  • Apr 2017 - Jan 2020

  Currently responsible for HR generalist duties including Recruitment, performance management, training, PR and administrative functions for the Beijing Regional Team. Currently responsible for HR generalist duties including Recruitment, performance management, training, PR and administrative functions for the Beijing Regional Team.



Bolloré Transport & Logistics

• France
• Transportation, Logistics and Storage
• 700 & Above Employee

• General Manager Human Resources

  • Jan 2014 - Jun 2015

  Appointed in the position of General Manager HR, I was responsible for four countries namely; South Africa, Namibia, Botswana and Zimbabwe. I had 7 direct reporting staff. I reported to the Cluster Managing Director (MD) with a functional reporting line to the Regional HR Director who was responsible for South and East Africa Regions, a total of 19 countries. The total workforce size for the four countries for permanent and fixed term contract staff was approximately 700. The company outsourced some of the warehousing and cleaning functions. The number of labour brokering staff averaged around 200 people. Day-to-day duties include the full spectrum of HR Management directing and coording activities to ensure strategic goals are met. Ensuring policies and procedures in place and aligned to Global requirements as well as local country legislation. Responsibilities included recruitment and selection, HR administration, training and development, BBBEE, Industrial relations, compensation and benefits and other payroll input. Implementation of special HR Global projects for example, implementation of HR system. Timeous submissions of Employment Equity (EE) and Workplace Skills Plans (WSP). On a daily basis I worked with various managers at executive, senior and middle management levels. I worked with both local (South African) managers and employees as well as expatriates. Falling under the bargaining council, it was necessary to ensure legal requirements were met. All audits in this regard as well as audits done by the Department of Labour were successful. During my time at SDV, I strived to improve efficiency. Out of this birthed the process of automation of documentation during 2015. I worked with a technical expert who wrote a programme to automate HR forms, contracts of employment, termination documentation including exit interviews. The automation of various documents with Microsoft enabled the drawing of reports from various data (excel, word, outlook). Show less



Imperial Holdings Limited

• United Kingdom
• Financial Services
• 1 - 100 Employee

• HUMAN RESOURCES MANAGER

  • Oct 2010 - Nov 2013

  Reporting to four Franchise Directors with a functional reporting line to the HR Director, I occupied a generalist role taking care of the full HR management duties for the Franchises I was responsible for. These Franchises included both Truck and Passenger cars; Volvo, Hyundai, BMW, Honda, MAN, UD/Nissan Trucks and International Trucks. Working in the retail industry meant performance management was a key area of focus. Key Performance Indicators were monitored on regular basis. Various reward and recognition programmes were reviewed constantly to maintain staff motivation. Recruitment was always a challenge trying to attract and retain the right talent. Sales and technical staff posed the most difficulty. Talent Management – During my time at Imperial, I completed my MBA paid for by myself. I conducted the study for the thesis with the BMW dealership. The results were well received. Other duties included training and development. Staff turnover averaged 40% at any given time. Management of discipline and attending CCMA matters was a regular task. Submission of EE and WSP reports needed to be done for each of the various Franchises. The company had implemented a transformation committee. Within my area of responsibility, the respective MDs and I needed to ensure these objectives were adhered to. Show less



Marley Roofing

• Johannesburg Area, South Africa

• Human Resources Manager (Generalist)

  • Sep 2007 - Sep 2010

  The workforce size for Marely was 200 permanent staff with labour broker staff taken on during shutdowns. I reported to the MD and worked with executive management on a daily basis. There was no HR Director hence no functional reporting lines. Payroll reported into Finance and I had 2 HR staff members reporting directly to me. Prior to taking the role of HR Manager for Marley, all HR duties within the company were outsourced to a consulting company. The consulting company mainly took care of IR matters. As a result, basic HR processes, procedures and practices needed to be put in place. Taking on this role was a good challenge for me at the time as I needed to put things in place from scratch. I soon gained buy-in from MD and the executive team which made this job very rewarding. Responsibilities and tasks included drafting and implementing policies and procedures as well as ensuring basic HR matters are dealt with to ensure legislative requirements are met, for example, the management of industrial relations. Union negotiations including wage negotiations which took place annually. During my time at Marley I managed strikes and lockouts with success regardless of the difficulties it was accompanied with. The goal during a time like this is to minimize loss to the business as far as possible. One of the reasons for my and managements’ is twofold; firstly, HR and line worked closely together and secondly, thorough prior planning for potential strike action was done. Good planning ensures fewer surprises that you are unprepared for. All CCMA and disciplinary matters were managed by myself. Quality, health and safety (QHSE) formed part of my remit. I was fortunate to have talented individuals appointed in the role of QHSE manager. All ISO audits were managed effectively. Any findings raised were dealt with quickly and accurately. Show less



Holcim

• Switzerland
• Wholesale Building Materials
• 700 & Above Employee

• Human Resources Manager (Generalist)

  • Jan 2003 - Aug 2007

  I was based at the Cement Factory in Lichtenburg, North West Province, South Africa. With 4 staff reporting directly to me, I took care of the full HR generalist function for staff at the Factory. I reported directly to the Plant Manager and had a functional reporting line to the HR Director. There were 400 permanent and fixed term contract staff. Labour brokering employees and outsourced contractors fluctuated between 200 to 300. Logistics was outsourced hence the large number of contractors. During shut-downs these numbers could be higher. As a generalist, I took care of the full spectrum of HR including EE, IR, training and development, clinic and other facilities management. At the time, Lafarge was under the mining industry which meant we fell under the mines health and safety act. It was also very industrialized at the time with much union activity. Health and safety and IR occupied 50% of my time and effort. Transformation was important and had to be implemented in a way that ensured continued business growth. Lafarge was French owned at the time with skill rotation across the globe forming part of their strategic initiatives. I managed the expatriate contracts, settling into SA as well as those skills that were sourced out of South Africa. The exchange of expertise and knowledge allowed for business transformation. Dealing with different people and understanding different cultures and ways of doing things both within and outside South Africa allowed for transformation to take place on a much wider scale than just looking one element like diversity. There was a National Training manager and a local training manager who was overseeing the training centre situated at the plant site. The local training manager reported to me. All technical training for apprentices for the entire country was done at Lichtenburg. Dormitory facilities were provided for learners outside of the North West Province. Oversaw Dormitory facilitie. Show less